1. Building Better IT Leaders from the Bottom Up
Chapter 6
Building Better IT Leaders from the Bottom Up
© 2015 Pearson Education, Inc.  Publishing as Prentice Hall

2. Leadership Is Everyone’s Job
“Effective leadership has enormous
benefits. To realize these benefits,
leadership qualities should be explicitly
recognized, reinforced, and rewarded
at all levels of the IT organization.”
(McKeen and Smith, 2003)

3. The Changing Role of the IT leader
Traditional and hierarchical IT organization is now in retreat, and there is a growing recognition that IT organizations must do a better job of inculcating leadership behaviors in all their staff.

4. Transformational IT Leadership Requires …
Top-Line Focus – New technologies and applications drive the enterprise to differentiation and transformation strategies to deliver top line growth. Strong IT leadership teams are needed to take on roles to influence business leaders.

5. Transformational IT Leadership Requires … (continued)
Credibility – IT must consistently deliver on results. IT must demonstrate the skills and competencies to deliver what it says it will do.

6. Transformational IT Leadership Requires … (continued)
Impact – IT staff must have stronger organizational perspectives, decision-making, entrepreneurialism, and risk-assessment capabilities at lower levels because even small IT decisions can have a major impact on the organization.

7. Transformational IT Leadership Requires … (continued)
Flexibility – IT staff and organizations are expected to be responsive to changing business needs. IT staffs must be proactive, have strong technical skills and the ability to quickly act in the best interests of the organization when the need arises.

8. Transformational IT Leadership Requires … (continued)
Complexity – IT is expected to offer change and innovation leadership, low-cost services and lead the way through ever changing new technology opportunities.

9. Transformational IT Leadership Requires … (continued)
New Technology – Staffs are increasingly mobile and their interactions with their managers are mediated by technology. New technologies change how information is acquired and disseminated, how communication takes place, how people are influenced and decisions made.

10. What Makes a Good IT Leader?
Self-knowledge
Awareness of individuals approaches to work
Adapt to different situations
Personal Mastery
Motivation & team building
Collaboration & communication
Risk assessment & problem solving
Coaching & mentoring
Leadership Skill Mastery

11. What Makes a Good IT Leader? (continued)
Business Understanding
Strategic Vision
Solid understanding of current operations
Solid understanding of future direction
Organizational Understanding
Ability to Execute Enterprise Transformation
Ability to Integrate Technology with People & Processes
Political Savvy & Effective Use of Governance Structures

12. What Makes a Good IT Leader? (continued)
Creating a Supportive Working Environment
Create an environment of:
Trust
Accountability
Empowerment
Effective Use of Resources
Ability to concentrate on biggest payoff areas
Recognize where resources should not be used
Enhance people’s abilities

13. What Makes a Good IT Leader? (continued)
Flexibility of Approach
Know where and how to exercise leadership
Adjust style to suit the situation
Ability to Gain Business Attention
Ability to articulate contributions in business terms
Ability to interact with business leaders
Ability to educate and guide business leaders in the use of technology

14. Flexible Leadership Styles (Roberts and Mingay, 2004)
Commanding –
“Do What I Tell You”
Pacesetting –
“Do as I Do Now”
Visionary –
“Come with Me”
Affiliate –
“People come First”
Coaching –
“Try This”
Democratic –
“What do You Think”

15. Effective Leadership Development Requires…

16. Elements of a Supportive Environment
Well articulated and instantiated values
A climate of trust
Empowerment
Clear and frequent communication
Accountability

17. Elements of Process & Practices
Activities such as planning, budgeting, conflict resolution, service delivery, and financial reviews should be well defined and documented.
Establish job rotations and mentoring programs.

18. Elements of Formal Training
Can be internally developed or externally purchased.
Requires a time commitment to ensure staff can take advantage of training.
Training is perceived as a tool for helping individuals make their best contributions and achieving success.

19. Leadership Development: Articulating IT Value Proposition
Elements of value can be achieved by implementing a leadership program that asks:
What is the value?
Who will deliver the value?
When will the value be realized?
How will the value be delivered?

20. Conclusion
Senior IT leaders must make IT leadership development a priority if IT is going to contribute to business strategy.
Management must take a comprehensive approach to integrate culture, behavior, processes, and training to deliver business value.

21. 6-21